Balanced Leadership

Ralf Müller, DBA, MBA, PMP, is Professor of Project Management at BI Norwegian Business School, and Adjunct Professor at University of Technology Sydney, and Dalian University of Technology in China. He is Editor-in-Chief of the Project Management Journal and a Fellow of both the Project Management Institute (PMI®) and the Centre for Excellence in Project Management. Before joining academia, he spent 30 years in the industry consulting with large enterprises and governments in more than 50 different countries for better project management and governance. He also held related line management positions, such as the Worldwide Director of Project Management at NCR Corporation. Nathalie Drouin, PhD, MBA, LL.B. is the Executive Director of KHEOPS, an International Research Consortium on the Governance of Large Infrastructure Projects, the Editor-in-Chief of the International Journal of Managing Projects in Business, a full professor at the Department of Management, École desSciences de la gestion, Université du Québec à Montréal (ESG UQAM), Adjunct Professor at University of Technology Sydney (UTS), Australia, and Associate Researcher at École nationale d'administration publique (ENAP), Canada. She teaches initiation and strategic management of projects in the Graduate Project Management Programs at ESG UQAM. Shankar Sankaran, PhD, M., Eng., BSc, DMIT PMP®, MIEAust, CPEng., is Professor of Organizational Project Management in the School of the Built Environment at the University of Technology Sydney, Australia where he is also a core researcher of the Centre of for Informatics Research and Innovation (CiRi). Shankar worked in industry for several years starting as an instrument engineer and moving on to become a project manager, operations manager, and director at Yokogawa Electric Asia in Singapore before entering academia. Shankar is the current Chair of the Global Accreditation Centre of the Project Management Institute, Past President of the InternationalSociety for the Systems Sciences, and committee member of the College of Leadership and Management at Engineers Australia.

• List of FiguresList of TablesList of BoxesPreface Chapter 1: Introduction Chapter 2: Horizontal Leadership and its ScenariosChapter 3: A Theory of Balanced Leadership Chapter 4: NominationChapter 5: Identification Chapter 6: Selection and EmpowermentChapter 7: Empowered Leadership and its Governance Chapter 8: Leadership TransitionChapter 9: Coordination Through the Socio-Cognitive Space Chapter 10: Balanced Leadership Case Study: Transport for New South Wales, AustraliaChapter 11: Balanced Leadership Case Studies: Two Canadian Projects and Their Socio-Cognitive Space Chapter 12: The Way Ahead ReferencesIndex